Unit 1: Introductions and Course Overview

Administrative Information Hours

Evacuation routes and fire exits

Restrooms

Smoking policy

Breaks and lunch

Cell phones and pagers

Introductions Instructors

Students

Name and organization

Experience with emergency or incident response using MAC Systems

One special issue about MAC Systems that you would like to be able to resolve

Unit 1 Objectives Define multiagency coordination at the local,

State, and Federal levels of government.

Describe the difference between command and coordination.

Explain the role of Multiagency Coordination (MAC) Systems in the National Incident Management System (NIMS) and the National Response Plan (NRP).

Course Introduction

National Incident Management System (NIMS)

http://www.fema.gov/emergency/nims

Course Objectives (1 of 2) Define multiagency coordination at the local,

State, and Federal levels of government.

Identify each agency involved in incident management activities to ensure that appropriate situational awareness and resource status information is shared through multiagency coordination.

Identify typical priorities established between elements of the Multiagency Coordination System.

Course Objectives (2 of 2) Define key terms related to Multiagency Coordination

Systems.

Describe the process of acquiring and allocating resources required by incident management personnel related to the entire Multiagency Coordination System.

Identify typical future resource requirements for the entire Multiagency Coordination System.

Identify potential coordination and policy issues arising from an incident relative to the entire Multiagency Coordination System.

Video Presentation: Part 1

The National Preparedness Goal:

A Culture of Preparedness

Video Presentation: Part 2

What Are Multiagency Coordination Systems?

Multiagency Coordination Systems

Facilities Equipment Personnel

Procedures Communications

MAC Systems: Functions (1 of 3)

What is the difference between command and

coordination?

MAC Systems: Functions (2 of 3)

What are the primary functions of Multiagency Coordination Systems?

MAC Systems: Functions (3 of 3)The functions of the Multiagency Coordination System are to: Support incident management policies and priorities.

Facilitate logistical support and resource tracking.

Inform resource allocation decisions using incident management priorities.

Coordinate incident-related information.

Coordinate and resolve interagency and intergovernmental issues regarding incident management policies, priorities, and strategies.

MAC Systems: Elements (1 of 2)

What are the elements of Multiagency Coordination

Systems?

MAC Systems: Elements (2 of 2)System elements:

Emergency Operations Centers (EOCs)

Multiagency Coordination Entities

On-Scene Command Structures

Resource Centers

Dispatch Centers

A System . . . Not a Facility

On-Scene Command

Dispatch Resource Coordination

Centers

Multiagency Coordination

System

Multiagency Coordination

System

Emergency Operations Centers

CoordinationEntities/Groups

Multiagency Coordination: Simple to Complex

The complexity of the MAC System is dependent on the type, size, complexity, and probable duration of incident operations.

LocalEmergencyOperationsCenter (LEOC)

CountyEmergencyOperationsCenter (CEOC)

StateEmergencyOperationsCenter (SEOC)

HospitalEmergencyOperationsCenter (HEOC)

Department EmergencyOperations Center (DEOC)

Dispatch Center

Incident

Multiagency Coordination Systems

How do Multiagency Coordination Systems help meet the National Preparedness Goal?

National Preparedness Goal

To engage Federal, State, local, and tribal entities, their private and nongovernmental partners, and the general public to achieve and sustain risk-based target levels of capability to prevent, protect against, respond to, and recover from major events to minimize the impact on lives, property, and the economy.

Operational PrioritiesOperational priorities involve minimizing the impact of an incident on:

Lives.

Property.

The economy.

Activity 1.1: MAC System Development (1 of 2)

Purpose: The purpose of this activity is to illustrate how MAC Systems develop based on incident needs.

Instructions: Follow the steps below to complete this activity:

1. Work in small groups as assigned by theinstructor to complete this activity.

2. Read the case study. Then work in your groups to answer the questions on the next visual.

Activity 1.1: MAC System Development (2 of 2) Instructions: (Continued)

How did the elements and functions of the MAC System described in the case study contribute to an effective incident response?

What characteristics does your MAC System have in common with the system described in the case study?

3. Be prepared to discuss your group’s responseswith the class.

You will have 60 minutes to complete this activity.

Summary and Transition (1 of 2)Multiagency Coordination Systems are a combination of:

Facilities.

Equipment.

Personnel.

Procedures.

Communications.

Summary and Transition (2 of 2)Multiagency Coordination Systems: Support incident management policies and

priorities.

Facilitate logistics support and resource tracking.

Inform resource allocation decisions using incident management priorities.

Coordinate incident-related information.

Coordinate and resolve interagency and intergovernmental issues regarding incident management policies, priorities, and strategies.

Unit 2: Getting Ready—Pre-Incident Activities for Multiagency Coordination

Unit 2 Objectives Relate operational priorities to pre-incident planning.

Describe the components of an effective Multiagency Coordination System.

Describe four ways to organize EOC/MAC Entities.

Identify the resources needed to support the Multiagency Coordination System’s operational priorities.

Describe the coordination and policy issues that are typical at various levels of government.

Describe strategies for resolving coordination and policy issues.

Organizing Multiagency Coordination (MAC) Entities

What are the key functions of any MAC

Entity?

Functions of Multiagency Coordination Entities

1. Direction and control (indirect)

2. Information collection and evaluation

3. Coordination

4. Priority setting

5. Resource managementPriorities

Characteristics of Effective Organizations Ability to acquire, analyze, and act on

information

Flexibility in the face of rapidly changing conditions

Ability to anticipate change

Public confidence

Reliability

Types of OrganizationsFour ways to organize:

Major management activities

Incident Command System (ICS)

Emergency Support Function (ESF)

MAC Group structure

Organizing by Major Management Activities

Agency Reps.(as needed)

Emergency Manager

Public Information

Military Liaison

Communications

Message Coordinator

Public Information

Military Liaison

Communications

Message Coordinator

Agency Reps.(as needed)

Policy Group

Agency/Dept.Heads

Policy Group

Agency/Dept.Heads

Chief ExecutiveChief Executive

Coordination GroupCoordination Group

Incident AnalysisIncident Analysis

Damage AssessmentDamage Assessment

Operations GroupOperations Group Resource GroupResource Group

ICS Organization

CommandCommand

OperationsOperations PlanningPlanning LogisticsLogistics Fin/AdminFin/Admin

Comp/ClaimsComp/Claims

CostCost

ProcurementProcurement

Time UnitTime Unit

Com. UnitCom. Unit

Ground Spt. UnitGround Spt. Unit

Supply UnitSupply UnitResources UnitResources Unit

Tech. Spec.Tech. Spec.

Document. UnitDocument. Unit

Situation UnitSituation Unit

Branch IBranch I

Branch IIBranch II

Group 1Group 1

Group 2Group 2

Functional OrganizationOperations Management

Operations Planning Logistics Finance/Administration

Public Works/Engineering

FirefightingBranch-ESF#4

Public HealthServices

Public Safety/Law Enforcement

Urban Searchand Rescue

Situation AnalysisUnit

Documentation Unit

Advance Planning Unit

Technical ServicesUnit

Damage Assessment

Resource StatusUnit

Services Branch Support Branch

Resource Support Unit ESF #7

CompensationClaims Unit

Cost Unit

Purchasing/Procurement Unit

Time Unit

Disaster FinancialAssistance

MAC Group

AgencyRepresentatives

MAC GroupCoordinator

MAC Group Situation

AssessmentUnit

MAC Group Resource Status

InformationUnit

Joint Information Center (JIC)

Concept Review (1 of 2) Command is the authority to direct agency

resources to take specific action.

Coordination is the process of making and implementing the decisions required to ensure policies, resources, and activities support the needs of the incident.

Direct tactical and operational responsibility for conducting incident management activities rests with the Incident Command, Unified Command, and/or Area Command.

Concept Review (2 of 2) Multiagency coordination takes place at many points in

the MAC System, including the command organizations:

The ICS organization, particularly through the Unified Command structure, the use of Deputies and Assistants, and the Liaison Officer and Agency Representatives.

Area Command/Unified Area Command

Multiagency coordination also takes place in MAC Entities, organizations specifically designed to coordinate policies, resources, and activities needed to support the incident. MAC Entities exist in four basic configurations at all levels of government.

Coordinating MAC Entities

How do you coordinate MAC Entities?

Crosswalk to the Federal Organization

Depends on:

Type of incident (Stafford Act vs. non-Stafford Act).

Whether the Federal Government has opened or closed the JFO.

Critical MAC System Components

What are the components of an effective Multiagency

Coordination System?

Critical MAC System Components

People Communications and Information Systems

Public Information Systems

Resource Management Systems

People What needs to be done?

How many people are needed to do it?

What skills and knowledge do they need?

How many people are available?

From which agencies?

Where will you get the others?

How long will it take?

Broad FunctionsThink in terms of broad functions when determining what needs to be done. For example:

If organized according to the principles of ICS, broad functions would include Command, Operations, Planning, Logistics, and Finance/Administration.

If organized using major management activities, the functions would include Policy, Coordination, Operations, and Resource Management.

If organized using Federal ESFs, the functions would include ESF #11-Transportation, ESF #2-Communications, ESF #3-Public Works and Engineering, and so on as needed by the system.

Communications and Information Systems

Who needs to communicate? With whom?

What is the primary means of communication?

Can that system handle the load?

How will they communicate if that method fails?

What information will be communicated?

From what information sources?

Communications Interoperability

What are some ways to ensure interoperable

communications?

System Redundancy

What will you do if your primary communication

system fails?

Information Systems Link to critical functions

Make information readily available

Ensure interoperability and redundancy

Public Information Systems Who is the public?

What does the public need to know?

Who will provide that information?

Who will manage the information flow?

How will the information be transmitted?

How often?

Public Information Officer Represents and advises the Incident Command

Handles:

Media and public inquires

Emergency public information and warnings

Rumor monitoring and response

Media monitoring

Joint Information System Provides the mechanism to ensure delivery of

information to the public.

Includes:

Protocols

Structures

Joint Information Center Includes representatives of all organizations

involved in incident management.

Provides the structure for coordinating and disseminating official information.

Requires procedures and protocols to communicate effectively with other JICs and with components of the ICS organization.

JIC location(s) must be coordinated with all participants in the Joint Information System.

Resource Management Systems Systems for describing, inventorying,

requesting, and tracking

System activation

Dispatching resources

Demobilization or recalling resources

What are the key questions that must be asked?

Resource Management Systems What equipment, tools, and other supplies are

needed . . .

At the incident?

For coordination?

What do you have? Are you sure?

Where will you get what you don’t have?

When will it arrive?

What will you do until it gets there?

What activities can you undertake to answer these

questions?

Resource Management Basic Requirements

Uniform method of identifying, acquiring, allocating, and tracking resources

Effective use of mutual aid and donor assistance

Personnel credentialing

Coordination through the Multiagency Coordination Entities and the Incident Command

Resource TypingSpecifies resource capabilities

Kind = Category

Type = Characteristics or capabilities

I = Most capable

IV = Least capable

Type 1 Dump Truck Type 3 Dump Truck

Use of AgreementsDeveloped:

Before an incident occurs

Among all parties providing or requesting resources

Ensure:

Standardization

Interoperability

INTERGOVERNMENTAL AGREEMENTBetween

Department of Public Safety and _______________________ CountyOhio Emergency Management Agency _____________________________2855 West Dublin-Granville Road _________________, OH __________Columbus, OH 43235-2206 Contact Person: ________________Contact Person: Chaz Keeley Ph: ___________________________Ph: 614) 799-3655 E-mail: ________________________E-mail: crkeeley@dps.state.oh.usMaximum Amount: Not to Exceed _________________Start Date: _____________________, 2004 End Date: ____________________, 2004. No extensions of time will be granted without written approval of the county executive.

Personnel Credentialing Verifies that personnel meet established

professional standards for:

Training.

Experience.

Performance.

Ensures that personnel have minimum common levels of capability for the positions they are tasked to fill.

Personnel Credentialing

What are some advantages of credentialing?

Advantages of Credentialing Ensures that all personnel are qualified

Facilitates typing based on qualifications

Facilitates matching personnel with equipment

Expands the resource pool

Reduces the jurisdictions’ liability

Coordination Through MAC Entities

1. Identifies need2. Makes request

1. Fulfills request or

2. Makes request at the State level

2. Makes request at the Federal level

1. Fulfills request

Local 2 EOCLocal 2 EOC

State B EOCState B EOC

OFAsOFAs Federal MAC EntityFederal MAC Entity

State A EOCState A EOC

Local 1 EOCLocal 1 EOC

Incident CommandIncident Command

Resource Coordination

At what point should the EOC/MAC Entity begin resource coordination

activities?

Resource Coordination at the EOC/MAC Entity

Resource coordination through the EOC/MAC Entity should begin when:

Dispatch can no longer provide effective logistical support to the incident(s).

A predicted event of the scope and duration requiring mulitagency coordination is imminent.

The jurisdiction’s policy dictates EOC/MAC Entity involvement.

The Incident Commander exceeds his or her legal authority for the resources requested.

Activity 2.1: Assessing MAC System Readiness

1. Work individually or in groups assigned by the instructor.

2. Complete the job aid to determine your jurisdiction’s current state of MAC System readiness.

MAC System Policies and Procedures

What is the difference between policies and

procedures?

MAC System Policies and Procedures Policies: High-level overall

guidance

Procedures: Methods to be followed routinely for the performance of designated operations or in specific situations

Activity 2.2: Analyzing MAC System Policies & Procedures

1. Work in groups to complete this activity.

2. Analyze the sample MAC System policy and procedures.

3. Determine whether and how well the procedures support the policy.

Issues Affecting Multiagency Coordination

What issues affect multiagency coordination

the most?

Issues Affecting Multiagency Coordination

Conflicting policies

Communications issues

“Turf” issues

Resolving Policy Issues Get senior-level endorsement and support.

The Chief Elected Official sets the tone for all pre-incident activities. Getting his or her endorsement and support for working as a team will enhance coordination among all agencies.

Involve decision-makers from all participating agencies.

Involving key decision-makers from all participating throughout the planning process helps to ensure that all agencies are working together toward a common goal. It also provides an opportunity to identify and resolve issues before they affect response or coordination.

Resolving Communications Issues (1 of 2) Put decisions on paper.

To the extent possible, decisions should be documented in writing. All entities that are affected by the decisions made should be provided an opportunity to review documentation to ensure that it accurately reflects the decision. MOUs, MOAs, EMACs, and other agreements should include details about procedures that must be followed to request, activate, assign, track, deactivate, reconditions, and pay for resources. Where necessary, have agreements reviewed by the jurisdiction’s legal counsel to ensure that they are consistent with laws, regulations, and ordinances.

Resolving Communications Issues (2 of 2) Communicate directly.

Direct communication among key personnel, either face-to-face or by phone or radio is always preferable to communicating through an intermediary. Direct communication allows for asking questions and gaining clarification, where necessary, to resolve issues.

Resolving “Turf” Issues Keep copies of all policies and procedures at the

Often turf issues can be resolved by referring to existing policy and procedures that have been agreed to during pre-incident planning. Ensure that copies of all pertinent policies and procedures are available at the EOC in case they are needed.

Have a senior decision-maker at the EOC.

Having a senior decision-maker (e.g., the Mayor, a member of the city council, etc.) at the EOC enables decisions to be made in the moment, settling turf issues quickly, if only for the current response.

Unit Summary Possible ways to organize an EOC/MAC

Entity.

Critical MAC System components.

Common issues affecting coordination.

Unit 3: Multiagency Coordination During an Incident

Unit 3 Objectives Determine the circumstances under which the Multiagency

Coordination System will be activated.

Define “time-phased” activation and determine when it may be appropriate.

Describe the process for requesting mutual aid or other external assistance.

Analyze an incident to determine continuing operational needs.

Select one or more strategies for resolving policy and coordination issues during an incident.

Determine when to deactivate the Multiagency Coordination System.

Activating the MAC System (1 of 4)

What is your policy for activating the

MAC System?

Activating the MAC System (2 of 4) When a Unified Command is established at the incident

scene.

When more than one jurisdiction becomes involved in the incident response.

When the circumstances at the scene indicate that the incident could expand rapidly and involve cascading events.

When similar past events have required Multiagency Coordination System involvement.

When the chief executive (e.g., Mayor, Governor, etc.) makes the determination to activate the Multiagency Coordination System.

Activating the MAC System (3 of 4)

Who makes the decision to activate the MAC System?

Activating the MAC System (4 of 4) MAC System activation will vary by jurisdiction.

The decision-making process should be documented in policy.

All personnel must understand:

Who makes the decision.

The circumstances for activation.

The timeframes for activation.

Activating the MAC System

Do you activate your MAC System

all at one time?

The MAC System Organization

Federal MACEntity

State EOCState EOC

Jurisdiction EOCJurisdiction EOC

Department EOCDepartment EOC Department EOCDepartment EOC Dispatch CenterDispatch Center

IncidentCommand

Time-Phased MAC System ActivationMay be appropriate when:

An incident occurs that is expected to build over time.

There is a warning period before the emergency.

Phases of Activation

Level 2 (Partial): Key Personnel and Personnel From

Responding Agencies

Level 2 (Partial): Key Personnel and Personnel From

Responding Agencies

Level 1 (Full): All Personnel

Level 3 (Monitor): Key Personnel

Phases of MAC System Activation

How do you determine the level of activation

required?

Requesting External Assistance

How do you know when mutual aid or other

external assistance is needed?

When To Request Assistance

When do you request mutual aid?

When To Request AssistanceMutual aid should be requested when:

Resources on incident and in staging are nearing depletion.

Jurisdiction public safety coverage is jeopardized because of the need to assign resources to the incident.

How To Request Assistance

How do you request assistance?

How To Request AssistanceThe process for requesting assistance should be incorporated into mutual aid agreements, emergency management assistance compacts (EMACs), and other agreements developed during the planning process.

How To Request External Assistance

1. Identifies need2. Makes request

2. Makes request at the State level

2. Makes request at the Federal level

1. Fulfills request

Local 2 EOC/MAC Entity

State B EOC/MAC Entity

OFAsOFAs Federal MAC EntityFederal MAC Entity

State A EOC/MAC Entity

Local 1 EOC/MAC Entity

Incident CommandIncident Command

How To Request External Assistance

How is external assistance requested in your EOC?

What information should you include in your formal

request for assistance?

Asking for Help

Incident Commander: Identifies Need and Makes Request

Emergency Manager: Describes Need by Mission/Task

Logistics Section Chief: Defines Need by Kind and Type

What information should you include in your

resource order?

How To Request Assistance Incident name

Order and/or request number (if known or assigned)

Date and time of order

Quantity, kind, and type or detailed mission description (Resources should be ordered by Task Forces or Strike Teams when appropriate.) Include any special support needs.

Reporting location (specific)

Requested time of delivery (specific, immediate vs. planned, not ASAP)

Radio frequency to be used

Person/Title placing request

Callback phone number or radio designation for clarifications or additional information

Remember:

Amount

Location

Requesting Assistance—Summary

Ask sooner, rather than later.

Focus on mission, task, or objectives.

Follow established procedures.

Continuing MAC System Operations

What issues have you encountered during long-

term operations?

Long-Term Issues

Resource Issues

Staffing Issues

Documentation Issues

Cost Issues

Continuing MAC System Operations

Do you have any suggestions for resolving

these issues?

Resolving Issues That Arise During an Incident

What are some ways to resolve issues that arise

during an incident?

Resolving Issues Have all decision-makers at

the EOC.

Provide the authority to resolve issues.

Mediate, when necessary.

Emergency ProclamationsA local “state of emergency” proclamation:

Is the legal method which authorizes extraordinary measures to meet emergencies.

Has the force of law and supersedes any conflicting law.

Must document description of event and necessary emergency authorizations.

Must be issued by chief executive of local government or emergency management council (if so authorized).

Common Emergency Powers (1 of 2) Suspend regulatory ordinances.

Use all resources of the jurisdiction to respond to the emergency.

Transfer personnel or alter functions of jurisdiction departments to support response.

Commandeer private property.

Direct and compel relocation of affected population.

Prescribe routes, modes of transportation, and destinations.

Common Emergency Powers (2 of 2) Control access to disaster area.

Suspend or limit sales of alcohol, firearms, ammunition, explosives, and combustibles.

Arrange temporary housing.

Impose and enforce a curfew.

Allocate, ration, or redistribute food, water, fuel, clothing, etc.

Procure vital supplies.

Request and provide mutual aid.

When Mediation Becomes Necessary

Suspend judgment.

Listen carefully.

Analyze the discussion and make suggestions.

Deactivating the MAC System

When should the MAC System be deactivated?

Deactivating the MAC System Resources are being deactivated, and resource

coordination among agencies or jurisdictions is no longer necessary.

The situation at the incident scene is clearly under control.

Unified Command has reverted to Single Command.

Incident support can be provided without impacting the dispatch system.

Activity 3.1: MAC System Operations1. Work in table groups to complete

this activity.

2. Review and discuss the scenario assigned to your group.

3. Answer the questions.

4. Be prepared to discuss your responses with the class.

Unit Summary (1 of 2) MAC Systems play a critical

role in communication and resource coordination.

Authorizations for EOC activation should be included in the EOP and supported by directives and policy.

Request external assistance sooner, rather than later. Keep the State in the loop.

Delegation of Authority

Who is authorized

Under whose authority

Delegation of Authority

Who is authorized

Under whose authority

Unit Summary (2 of 2) Plan for extended operations.

Have all key decision-makers at the EOC.

Deactivate the MAC System when:

Resources are being deactivated.

The on-scene situation is under control.

Unified Command reverts to Single Command.

Unified CommandUnified Command Single CommandSingle Command

Unit 4: Reassessing Your Readiness Post-Incident

Unit 4 Objectives Describe methods to assess and analyze their

Multiagency Coordination System operations.

Identify solutions that target and mitigate deficiencies.

Describe the process for replenishing resources.

Describe strategies for maintaining the functionality of the Multiagency Coordination System.

Assessing Your MAC System Operations

What steps do you take to assess your MAC System

operations?

Assessing Your MAC System Operations Review documentation.

Meet with all key personnel.

Discuss:

What worked well.

What didn’t.

Develop an action plan for improving areas requiring improvement.

Follow through on the action plan!

What Happened?

Where do you start when assessing MAC System

operations?

Post-Incident Meeting Invite all key personnel:

Incident Commander Mutual aid partners Public/private partners EOC personnel Public officials Affected members of the

public Invite open and honest

discussion about:

What worked. What didn’t.

Develop Incident SummaryDevelop a summary of:

The incident.

Response operations.

Resources deployed.

Key events/timeframes.

Decisions made.

Issues.

Activity 4.1: What Happened?1. Review the Post-Incident Report

as a group.

2. Answer questions.

3. Be prepared to discuss your responses with the class.

What Did You Learn?Lessons Learned:

1. Provide additional ICS training for Building Management personnel.

2. Develop/disseminate predeployment checklists.

3. Prescreen/predesignate strike teams.

4. Issue a State cell phone for each team.

5. Develop a form for tracking return of equipment/supplies.

6. Develop emergency finance plan.

Capturing Lessons Learned

What steps do you take to capture lessons

learned?

Ways To Capture Lessons Learned Document review

Facilitated “hot wash”

Public/media input

Activity 4.2: Capturing Lessons Learned

1. Work in your table groups.

2. Review the scenario.

3. Develop an agenda for a hot wash or focus group, as assigned by the instructor.

4. Be prepared to discuss your agenda with the class.

Targeting Efforts for Improvement

You’ve captured lessons learned. What do you

do now?

2. Find the Right Solution

3. Test the Solution

1. Identify the Problem

How do you test the solution?

Test the Solution

Training

Exercises

What are tests used for?

TestsTests are used to:

Verify whether systems perform to expected standards.

TrainingTypes of training:

Briefings

Hands-on training

ExercisesTypes of exercises:

Orientation seminars

Tabletop exercises

Drills

Functional exercises

Full-scale exercises

Discussion-Based Exercises Seminars

Workshops

Tabletop exercises

Operations-Based Exercises Drills

Functional exercises

Full-scale exercises

Comprehensive Exercise Program Incorporates all types of exercises

Includes all important players

Increases in complexity

Using Exercise FeedbackUse exercise feedback to:

Improve planning

Develop/Revise policies and procedures

Identify additional training needs

Maintaining MAC System Readiness

What do you do to maintain MAC System

readiness?

Steps for Maintaining MAC System Readiness Replenish resources

Update rosters, media lists, and other contact information

Conduct tests, training, and exercises

Maintain/Update equipment

Follow up and implement recommendations from exercises

Unit Summary Assessing operations is key to improving

readiness for the next incident.

Lessons learned should be captured through various means and used as a starting point for targeting efforts for improvement.

Using a model helps keep improvement efforts on target.

Incident assessment and other information should be used to maintain MAC System readiness.

Unit 4a: Tabletop Exercise

Unit 4a Objective At the end of this unit, students should be able

to apply what they learned throughout this course to their Multiagency Coordination System.

Guidelines for Exercise (1 of 2)1. The scenario involves a power failure over a broad

area of the United States. You should assume that your States and jurisdictions are located within the affected area.

2. The incident scenario and injects are designed to focus on multiagency coordination to determine strengths and weaknesses in the system.

3. The Controller will introduce the scenario. You should consider the information presented from the point of view of your role and responsibilities during an emergency.

4. During the exercise, the Controller will provide additional scenario injects to the class.

Guidelines for Exercise (2 of 2)5. The Controller may pause the exercise at any

time to discuss the scenario and your responses, answer questions, or clarify information presented.

The Controller may also ask additional questions of you or provide information that is tailored to your situation.

Exercise Scenario (1 of 2)

The summer had been hot, and the hot weather carried into early September throughout much of the country. Anyone who had air conditioning used it. Those who didn’t went to shopping centers, theaters, or anyplace they could to keep cool. As a result, electrical consumption was at an all-time high, using virtually all electricity that could pass through the grid.

Exercise Scenario (2 of 2)At 1420 hours, parts of New Energy’s system began to fail – first at remote sites, then at the core servers. Although New Energy lost three 345 kV within the first 20 minutes, the loss was not noticeable outside the service area. At 1440, however, New Energy lost an additional sixteen 138 kV lines due to overload. One of those lines shut down the major path for electrical imports to its service area, which started a rolling blackout that, within 1 hour, covered nearly 1/3 of the country.

Throughout the blacked-out area, elevators stopped, businesses shut down, and traffic quickly became gridlocked. Almost immediately, all telephone circuits became jammed.

Discussion Questions

What initial actions would your

jurisdiction (local, State, or Federal)

What are your jurisdiction’s first

priorities?

Inject 1 Discussion Questions Does this information change your priorities? How?

What are your new priorities? How will you address your priorities?

Does your jurisdiction have the resources it needs to respond to this emergency? What will you do?

With what agencies or entities will you communicate/coordinate to ascertain the current situation status?

What will you do to respond to the rumors of a terrorist attack? How will you disseminate the information?

Inject 2 Discussion Questions Has this new information shifted your jurisdiction’s priorities? How?

What are your priorities at this time? How will you address the priorities?

With what agencies or entities will you communicate/coordinate? Who will be involved (vertically and horizontally) in the coordination efforts?

What steps are you taking to ascertain the current situation status?

How will your Public Information System support the DHS/FBI statement and allay public fears of terrorism? What other information does the public need? How will you disseminate the information?

What are the potential issues for your jurisdiction (local, State or Federal) if the outage continues for an extended period? What are your contingency plans to address these issues if they occur?

Inject 3 Discussion Questions (1 of 2) Has this new information shifted your jurisdiction’s

priorities? How? What are your priorities at this time? How will you address the priorities?

What will your jurisdiction do in response to New Energy’s statement that explosions have taken the system down? How will you handle the Municipal Authority’s request? How will you disseminate the information?

How will you handle fire calls to areas that are without water?

Inject 3 Discussion Questions (2 of 2) Does your entity have backup power-generation

capabilities for an extended blackout period? If not, how will you address the issue?

How will you address the concern about potential looting? With what agencies/entities will you coordinate?

What other contingency plans are required to address an extended blackout period?

What is the command structure for this incident? Where is the IC located? Describe role of Command vs. Coordination in this event.

Inject 4 Discussion Questions What are the multiagency coordination issues raised by

this new information? What are your new priorities?

What additional actions, if any, will you take now that the threat level has been raised to Orange?

How will you handle the looting? What can you do to reduce the response time on other calls?

How does this information affect the message(s) you release to the public? Who are the participants in the JIS?

What are your jurisdiction’s key coordination points at this time?

Inject 5 Discussion Questions At this point in the scenario, what elements of your

Multiagency Coordination System have been activated? At what levels? Is your system adequate for the multiagency decision-making that must be conducted in this scenario? If not, what additional activations or elements might you consider?

What agencies or entities are involved in the scenario? Identify the MAC System element that would ensure their input was considered in decision-making. Identify any agency or entity for whom your current plan does not provide a MAC System link.

Unit 5: Course Summary and Final Exam

Unit 5 Objectives Summarize the key points from this course.

Test your knowledge of Multiagency Coordination Systems by completing an exam.

Activity 5.1: Summary of Key Points1. Work in table groups to complete

this activity.

2. Review the material covered in this course.

3. Identify the three most critical points from the course.

4. Present your points to the class.

Final Exam1. Take a few moments to review your Student Manuals and identify any

questions.

2. Make sure that you get all of your questions answered prior to beginning the final test.

3. When taking the test . . . Read each item carefully. Circle your answer on the test. Check your work and transfer your answers to the computer-scan

(bubble) answer sheet or enter the answers online.

You may refer to your Student Manual when completing this test.

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Unit 1: Introductions and Course Overview

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